The work that led here
For much of my career in senior public health leadership, including leadership roles at CDC, I was responsible for decisions that shaped national programs, research priorities, and contributed to global public health efforts.
Across three decades in maternal and child health and broader population health efforts, my work often required navigating decisions where scientific evidence, institutional priorities, and responsibility for real-world outcomes intersected.
Over time, I learned that the hardest decisions were not about having more information. They were about how to think clearly when the information was incomplete and the consequences were real.
That experience also made clear how few opportunities senior leaders have to step back and examine these decisions thoughtfully.
As leaders assume greater responsibility within institutions, the stakes increase — and the space for clear thinking often becomes more limited. My coaching practice creates that space: a confidential setting where leaders can examine consequential decisions, clarify priorities, and determine a clear direction for their leadership.
Earlier in my career, I worked as a nurse in pediatric and neonatal settings, served in the U.S. Air Force, and worked in community health through the Peace Corps. These experiences shaped how I think about responsibility, uncertainty, and the real-world consequences of decisions — perspectives I carry into my coaching work with senior leaders.
